“Would you tell me please, which way I ought to go

from here?” asked Alice

“That depends a good deal on where you want to

get to” said the cat

Spectra Interventions

“I don’t care much where . . . . .” said Alice

Then it doesn’t matter which way you go” said

the cat

Alice in the Wonderland

Forces for Change• Nature of workforce – Diversity, skill levels

• Technology – Speed, virtual office, BPR

• Economy – Oil prices, War

• Competition- Global, e-commerce, M & A

• Social trends – Late marriages, single child, DINK

• Political scenario – China, Russia, Middle east

Spectra Interventions

Brief History of Change:

• Frederick Taylor 1911 Scientific Management

• Max Weber 1920 Classical Administrative Theory• Max Weber 1920 Classical Administrative Theory

• Chester Bernard 1938 Human Relations School

• Deming Juran 1949 T Q M

• Hammer Champy 1993 B P R

The Leavitt Model

People

Task

Technology

Spectra Interventions

Structure

Organization as four interacting variables

The Transactional Factors Involved in First order Change

Structure

Management

Practices

Systems

Work Unit

Climate

Spectra Interventions

MotivationTask Needs & Individual Skill

Individual Needs & Values

Ind & Org

Performance

The Transformational Factors Involved in Second order Change

External Environment

Leadership

Spectra Interventions

Mission and Strategy

LeadershipOrganization

Culture

Ind & Org Performance

A Force Field Analysis Diagram

Kurt LewinUnderstanding Dynamics of Change

Driving Forces

Spectra Interventions

Change Event

Restraining Forces

Desired Conditions

Restraining Forces

Spectra Interventions

Before Change After Change

Current Conditions

Driving Forces

Kurt Lewin’s Model of Change

Unfreeze Change Freeze

Creating Helping to Changing thru

Spectra Interventions

Creating Motivation and Readiness to Change

•Create anxiety

• Provide for psychological safety

Helping to integrate new points of view

•Practice new ways and models

Changing thru Cognitive Restructuring

•Helping to see, feel, judge and react to things differently

Organizational Diagnosis

• Examine & Audit for alignment

� Strategy, Structure, System, Staff , Skill, Styles, Shared Values

• Processes

� Communication

� Decision making

� Conflict resolution

� Goal Setting

� Role taking

Spectra Interventions

Organizational Diagnosis

• Data collection – Qualitative & Quantitative

• Survey

• Interviews

– Stakeholders

• Observation – Physical Setting, Meetings in progress• Observation – Physical Setting, Meetings in progress

• Results - Financial Papers,

Spectra Interventions

People & Role centered Interventions

• Sensitivity training

• RAT & Role Negotiation

• Process Consultation

• Team building• Team building

• Inter group team building

• Managerial Grid

Spectra Interventions

Human Response To Change

Kubler Ross Model

• Denial: Serves as buffer against shocking news, eventually giving away to partial acceptance

• Anger: Why me/us? feeling of rage, envy and resentment

• Bargaining: Asking for extension, postpone the inevitable.

• Depression: Guilty about the difficulty to others

• Acceptance: This is the time of surrender and resignation

Sources of Individual Resistance

• Ignorance – Insufficient knowledge

• Desire for security –remain with inferior status quo

• Fear and Lack of Ambition – fear inability to learn

• Informal Group Pressure- breaking a close knit group

• Eroding power bases – loss of status

• Potential loss of job security – technology, restructuring

• Personality Conflicts

Spectra Interventions

Coping Strategy to be adopted to work with Individual Resistance

• Education and Communication

• Participation & Involvement

• Facilitation & Support – Training new skills• Facilitation & Support – Training new skills

• Negotiation & Agreement – modifying details

• Manipulation & Cooperation

• Explicit or Implicit Coercion – issuance of threats

Source Maheshwari 1991

Spectra Interventions

Focus on Individual Change

Individuals Change when

- They learn new & more desirable ways of doing things

- They get non-threatening feedback

- When their motives change

Spectra Interventions

Adoption Rates Vary

• Innovators (2.5%) – Less conditioned

• Early Adapters (13.5%) – Need example or role model

• Early Majority( 34%) – Preponderant group with help• Early Majority( 34%) – Preponderant group with help

• Late Majority (34%) – Respond under pressure

• Laggards (16%) – May never accept innovation

Spectra Interventions

Coping with Resistance

• Participation in Diagnosis

• Active support of the top team

• Support system

• Development of skills

• Role redefinition

• Clarity of orientation

Spectra Interventions

Focus on Groups & Teams

• Team Building Intervention

Problem Identification, diagnosis, role clarity, setting mutual expectations

• Process Consultation• Process Consultation

Joint Diagnosis, helping client learn and search solution

• Work Redesigning

Distribute power of decision making

Spectra Interventions

OD - Structural Interventions

• Self Managed teams

• Work redesign

• Management by Objectives

• Quality Circles

• Quality of Work life

• Parallel learning structures

• TQM

• BPR

Spectra Interventions

Six key Steps for Developing Strategy for the

Change Effort

1. Identifying and clarifying the basic, important issues

2. Agreeing on overall purpose of change effort

3. Deciding whom and how to involve in the effort

4. Determine how much influence these people to have4. Determine how much influence these people to have

5. Clarifying the information for work and decision

6. Exploring methods processes to boost support group

Spectra Interventions

The Model of Implementation of Change in an Organization

Planning Monitoring

Insti

tuti

on

ali

zati

onAdaptation

Support• Training

• Resources

• Commitment

• Linkages

Spectra Interventions

Planning• Phases

• Processes

• Strategies

Monitoring• Implementation

team• Minimum

Control• Review &

Feedback• Communication

Insti

tuti

on

ali

zati

onAdaptation

• General & Local

• Coping with

consequence

Sta

bil

izati

on

Acti

on

Members Do notunderstand the plan

Members DOunderstand the plan

Mangers

Do not

understand

members’

needs, wants

and abilities

Failed Partial

Mangers

Spectra Interventions

Mangers

DO

Understand

members’

needs, wants

and abilities

Partial Full

Implementation of Change

Change takes

• Awareness

– Know what you want

– Know where you are

• Alignment

Spectra Interventions

• Alignment

– Change your behavior systems attitudes unless they are in

agreement

– Be aware of environment to continually adjust and change

– Work with what works, discard what doesn't

Characteristics to Be able to Change

• Learning how to learn.

• Adaptability• Openness to receive

• Resilience• Persistence

• Tolerance to ambiguity

• Acceptance of present

• Managing – Fear of failure– Fear of ridicule– Obsolescence– Touchiness

Spectra Interventions

Challenges of Execution: John Kotter Model

1. Establish a sense of urgency among employees

2. Form a powerful guiding coalition for implementing change

3. Create a powerful vision for to energize employees

4. Communicate their vision effectively

5. Empower employees to act on their vision

6. Plan for and create short term wins

7. Consolidate improvements and produce still more change

8. Institutionalize approach8. Institutionalize approach

Empowerment , Motivation & Consolidation are three factors as per john Kotter

Crucial tasks

• Creating cross functional linkages in organization

• Aligning policies and procedures and removing structural impediment to

performance and change

• Creating new routines for continuous change

Spectra Interventions